By Keith Skillman, CAE, KCSAE Allied Director
Over lunch recently, a friend and colleague observed that KCSAE is fortunate to be a tight-knit, supportive group. I share that sentiment. I also believe that the underlying idea is true: We should cherish our good fortune.
The conversation got me thinking about member engagement—specifically, the engagement of volunteers and the fruit that the experiences bear. KCSAE feels close-knit and welcoming. It feels engaging. At least I think so. Maybe it is because we are a smallish, local group. Or we simply enjoy one another’s company. But it is more than that. A large cross section of our small and mighty KCSAE membership is actively, productively involved in bringing the association’s work to life. And as research studies such as The Decision to Join, The Decision to Volunteer and others since have affirmed, those who get involved in meaningful work and have a good experience tend to stay members and become ambassadors for the association. So, we prioritize engagement—and not only because it supports the forming of bonds but also because it contributes to meaningful work outputs.
Here are a few anecdotes from KCSAE world: One is that of an individual attesting to having discovered a professional home in KCSAE. She found her people: a network of folks with whom she feels a professional bond. The other is that of a member speaking, passionately, to the professional growth experienced because of the programming and leadership opportunities afforded to her through KCSAE. Heartwarming. Not incidentally, both individuals have made consequential contributions to the work of KCSAE. Both experienced the benefits. My hunch is that because of their formative experiences with KCSAE, the association has them for life.
Those engagement opportunities, and plenty of other examples, did not just happen, though, did they? Someone asked our colleagues to get involved or made an introduction. Or they heard about something they could do at a “connections” event and raised their hands. Or they realized that a committee role would be an opportunity to practice leadership skills or learn from others.
These examples remind me of the power of voluntary engagement. I am not naïve enough to suggest that creating volunteer-engagement strategy is simple. It is not, and it must be thoughtful and deliberate. However, the fundamentals seem straightforward. Here are some for us all to remember:
- Link engagement opportunities to strategically important objectives.
- Make opportunities for volunteer work clear, meaningful, visible, and accessible.
- Ensure that the range of engagement possibilities and their commitment requirements are wide and resonant. Actively encourage constituents to get involved in activities that interest them and that fit their abilities and time constraints.
- Offer opportunities that are mutually beneficial—to the individual and the association.
- Remember that the expectations and the experience of engagement that constituents have are individual. What appeals to some will not appeal to others—hence, the actions taken to build engagement must be multifaceted. Further, do not underestimate the power of simply asking individuals to get involved or what that will mean to them.
- Understand that individuals’ preferences for engagement evolve across their career and life arcs. Sometimes they are episodic, too. Engagement strategies must meet people where they are.
Done well, engagement efforts build, foster, and cement relationships. Not incidentally, those relationships are vital to knowledge creation, learning, advocacy, and the other mission-critical activities that associations are all about. I will end this article where I began. We are fortunate to be a part of an engaged community—and if you are not feeling engaged, please raise your hand. We will help you find a place.